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IBM IBM High-End Tape Solutions

The large news in the technology world this previous week become IBM supplier’s buy of red Hat in one of the largest utility company acquisitions in heritage. whereas that is a basis-shaking stream for each IBM and purple Hat, it is going to not influence the daily lives of most working IT experts.

IT authorities focus on offering always legit and excellent service to their customers. whereas the pink Hat integration will take a long time to yield up-to-date product and technologies roadmaps for the new combined enterprise, IBM’s fresh plethora of storage announcements is a great deal extra crucial when thinking about your IT company’s wants.

i like masking IBM's storage bulletins. The storage community, while sitting within an unquestionable behemoth of a expertise enterprise, moves with the tempo and agility of a a good deal smaller corporation. it's a company that has palpable energy within it.

This agility and tempo has allowed the IBM storage team to bring a cadence of fantastic new technology and product bulletins. What I discover fascinating about this group is its steadfast alignment against a compelling imaginative and prescient of how business records may still be managed.

IBM’s storage story specializes in how information is generated, managed, and consumed within an enterprise. it is that realizing that generates a collection of technologies that can be leveraged to deliver a cohesive solution to any IT firm.

Would you have got guessed that IBM now has the broadest portfolio of NVMe and NVMe-over-textile enabled products within the trade? It shocked me. I wasn’t shocked to be trained that IBM is the realm leader in tape archive solutions, because I all started during this business through changing nine-song tapes for gasoline money. IBM and tape are permanently cemented in my intellect. at the same time, a portfolio that reaches from arguably the quickest storage arrays in creation to the lowliest tape power is rather a span.

All about application

IBM has all the time been about providing cohesive software-first solutions to IT, which it carefully couples with smartly-engineered hardware. This has been true in view that IBM delivered its first mainframe seventy years ago, carrying on with these days with its wide latitude of choices in compute and storage that span on-premises and cloud architectures.

because it agencies movement from tape to cloud for data coverage and archival storage, and as records comes alive with the upward push of AI-pushed analytics and area-driven compute, managing that statistics turns into a logistical problem. understanding the place facts is, what it’s used for, and what the organization’s necessities are in keeping that statistics is what drives lengthy-term expertise choices.

Managing the circulation of an organization’s facts, whereas delivering insights on the traits of that records, is what IBM’s Spectrum Storage suite is all about. There are IBM Spectrum Storage items that control statistics in virtualized environments, provision storage into hybrid-cloud deployments, manipulate the complexities of information-protection and backup, and that give application-defined storage options for file, block, and objects.

IBM's contemporary announcements included a flurry of recent facets across the Spectrum Storage line, together with a new solution for SAP HANA installations that leverages IBM storage, IBM Spectrum protect, and IBM Spectrum reproduction. It’s a huge record, but two application-connected announcements dominated my attention.

IBM Storage Insights

IBM Storage Insights is a cloud-primarily based management device that leverages IBM AI expertise to detect storage networking performance considerations and proactively generate assist instances to assist IT earlier than considerations develop into issues. This class of ability is rolling out from companies throughout the IT business and is quick fitting table stakes for promoting storage options into the business.

i am completely happy to peer IBM release this product. Given IBM's heritage in synthetic intelligence, combined with its half-century-lengthy institutional legacy in aiding datacenter expertise, it might turn into anything particular.

Mapping unstructured records

Analytics-pushed workloads and part computing both power new necessities for unstructured records. Object storage is among the quickest growing to be storage technologies in business IT, with solutions from most accurate-tier storage groups, including IBM. The problem of unstructured information lies inside the ability to take note what the information is, the place it got here from, and what an IT team should do with it.

IBM Spectrum find is a new providing from IBM that goals to tame unstructured information and provide insights into exactly what that facts is. Spectrum find, which arose from technology generated inside of IBM analysis, scans and creates metadata, growing catalogs for an unstructured records set. here is designed to provide a roadmap to an organization's information. IBM Spectrum find will help records inside IBM Cloud Object Storage and IBM Spectrum Scale methods and, most enormously, is anticipated to support Dell EMC Isilon someday in 2019.

figuring out unstructured statistics is a challenge for enterprises, one which turns into greater elaborate every day. It’s also now not an easy issue to install average software tools to clear up. It’s first rate to peer IBM deliver know-how into this space. it'll set the bar for others to comply with.

performance and density

As excited as I get about utility, it is only pretty much as good because the underlying hardware. IT buyers these days may still think spoiled by the best and breadth of options accessible to them. the rise of strong-state storage, NVMe interconnects, and integrated server-type processing makes it an excellent time to buy storage solutions.

IBM is increasing its portfolio of hardware offerings and, on the identical time, turning into the know-how issuer with the broadest offering of NVMe and NVMe-over-textile storage products. IBM makes a speciality of performance with NVMe, and on storage density with its interesting flash packaging technology.

The top-rated illustration of IBM’s focal point on density is the DS8880F, which basically doubles its flash means to a whopping 737TB (in comparison to its outdated 368TB). at the same time, the IBM FlashSystem 900 and 9100 products are doubling in skill with new 18TB modules so as to help as much as 44TB constructive potential. This new capacity is up from 22TB provided with the aid of the old technology module.

The updated third-technology Storwize V7000 features built-in NVMe and quite a number expansion alternatives, whereas offering what IBM describes as a 2.7x increase in optimum throughput for some workloads—all whereas being clustered with different V7000 arrays to serve a cluster-large 32PB of capability.

IBM announced further hardware aspects and tweaks across its storage line. take a look at its web site if you wish to go deep on the details.

Concluding suggestions

within the battle for bragging rights, providers post "hero numbers" that demonstrate that they've the realm's quickest array. This yr that claim became credibly made with the aid of Dell EMC, Pure Storage, and IBM. The certainty is that the majority platforms that are constructed on modern-expertise—leveraging NVMe interconnects both interior and outdoors of the field, and carrying legitimate media—will all satisfy most stressful storage wants.

past hardware bragging rights, IT teams deserve to focal point on the broader query of how these storage options are built-in into their universal IT structure. software is the glue that ties collectively storage hardware with cloud, hybrid-cloud, and other storage and compute fashions to carrier the altering calls for of facts in the enterprise.

IBM focuses on offering a holistic answer to datacenters. Given the breadth and depth of its storage portfolio, its aiding utility suites, and its penetration into cloud, IBM is one to monitor as organizations’ bits and bytes are became into actionable information.

Disclosure: My firm, Moor Insights & method, like any analysis and analyst businesses, gives or has provided analysis, evaluation, advising, and/or consulting to many high-tech corporations within the business, together with Dell EMC, crimson Hat, and IBM, which could be cited in this article. I don't hang any fairness positions with any corporations noted in this column.

Getting right to the element, I’m skeptical that the purple Hat (RHT) acquisition is going to be significant over the lengthy-term for IBM’s (IBM) enterprise or share rate. I fear that purple Hat can also wind up being IBM’s (greater precisely Ginni Rometty’s) “Compaq”, as in Hewlett-Packard’s (NYSE:HPE) questionable buy of that business years ago.

The argument that the “sum” of IBM + RedHat is greater than the individual components isn't mainly amazing for my part. i am struggling to be aware the wonderful cost proposition provided by way of the combined businesses after analyzing the transcript of the analyst conference name that adopted the announcement. certainly, the popular theory that the joint expertise stacks in some way radically trade the “calculus of the cloud” just doesn’t make feel to me. thus, whereas some analysts have expressed problem over the $34 billion rate tag, my focal point right here is specifically on IBM’s know-how arguments and market possibility arguments used to justify the buy.

As a disclosure, I took place to get rid of my last position in IBM in October of this yr, as I begun shedding shares a short while after I wrote IBM – A Turning or Sinking Ship in 2017. I additionally worked for IBM years in the past inside the programs management division, long earlier than the note “cloud” existed in the terminology of standard tips technology.

within the sections that follow, any referenced rates are pulled from the in search of Alpha transcript of IBM and crimson Hat’s analyst convention name which followed the acquisition announcement, unless otherwise cited. I’m additionally attaching the transcript to this file for convenience.

2.0 WHICH CLOUD IS IT

Ginni Rometty notes that “[IBM] could be the undisputed quantity [1] leader in hybrid-cloud….[with the acquisition of] purple Hat, the area’s main issuer of open-cloud answer[s] and the emerging leader in the platform for hybrid-cloud and multi-cloud.” Ms. Rometty, and other participants on the analyst call, use “hybrid-cloud” and “multi-cloud” terminology somewhat interchangeably; however, I suppose some definition is beneficial to add some precision to our evaluation.

Wikipedia provides a nice, succinct definition of multi-cloud:

Multi-cloud is using varied cloud computing and storage functions in a single heterogeneous architecture.

We word that in a multi-cloud architecture, the clouds can be public, inner most, or some combination of each.

And right here is IBM’s definition of “hybrid-cloud”:

A hybrid cloud makes use of a non-public cloud foundation combined with the strategic integration and use of public cloud capabilities.

So, a hybrid-cloud uses at least one private cloud, together with at least one public cloud and as a consequence is especially characterised by means of a non-public-public architecture. we will then believe of a hybrid-cloud as a kind of a multi-cloud.

Multi-Cloud and Hybrid-Cloud Diagram

supply: Yves Sukhu

This big difference is a bit of essential for the reason that IBM stresses its capacity to notably capture a large share of the transforming into hybrid-cloud structure market via pink Hat’s technologies.

three.0 QUESTIONABLE ASSUMPTIONS

With our definitions in hand, let’s assess why IBM is doing this deal. for my part, the causes expressed on the analyst call boil all the way down to an acquisition predicated upon three leading assumptions:

together, there's a different synergy between IBM and red Hat’s technology stacks such that the mixture offers powerful differentiation in the areas of hybrid-cloud and multi-cloud computing versus competing solutions from the likes of AWS (AMZN), Microsoft Azure (MSFT), Google Compute (GOOG), and so forth.

Hybrid-cloud and multi-cloud computing options will (seemingly) power bigger deal sizes and be extra profitable for IBM, with many commercial enterprise valued clientele just beginning to movement the bulk of their purposes to heterogeneous cloud architectures.

The hybrid-cloud market is going to be value $1 trillion.

absolutely, any flaws in these assumptions would weaken the premise for the deal itself. Let’s investigate each and every.

three.1 FIRST ASSUMPTION: anything OPEN, whatever exciting?

Ginni Rometty presents traders here consumer requirement as a foundation for the wedding with purple Hat:

“…The no 1 element [customers are] saying to us is, hello, we – these other clouds, they’re proprietary. We want an open solution [with] no lock-in. So movement it across numerous cloud environments without a lock-in, [that’s] what both of us do collectively…after which they say, it has acquired to tackle records safety in a multi-cloud environment after which supply us a means to manage a multi-cloud ambiance.”

There are a couple of issues to unpack right here. Ms. Rometty suggests that “different” clouds are proprietary and there's a client requirement for “an open solution”. I don’t precisely take note what she’s getting at here. She implies within the quote that shoppers get “locked in” with (definite) cloud environments; however, as an alternative, these shoppers are looking to be in a position to flow their functions without problems from cloud to cloud. i am scratching my head as a result of what Ms. Rometty’s “valued clientele” are calling lock-in looks to be related to their software architecture, and not the cloud environment they're running on. A poorly designed cloud software could be difficult to movement no be counted what cloud it's operating on. The converse is additionally actual: a neatly-designed cloud application can be handy(ier) to movement from one cloud to another. I think about many readers are commonplace with the idea and expertise of containers, akin to Docker. For readers that could be unfamiliar with the term, I present a simple if a bit imprecise rationalization: containers supply a means to equipment all the “ingredients” that an software must run:

Illustration of Container idea

source: Docker/Datamation

As we see in the illustration above, a container can “contain” whatever thing an software should operate. In a little bit of an over-simplification, if we wish to stream a containerized-utility from one cloud to an additional, we just “lift” the container up from its present cloud and drop the container on the brand new cloud. Readers who may no longer be popular with Docker and its container technology may have an interest to word that it began as, and is, an open-source application challenge; the company also raised capital in late 2017 at a $1+ billion valuation.

So, expanding on the utility of containers:

“traditionally, applications or workloads commonly needed to be rebuilt before they can be migrated to yet another environment. The answer to here's container know-how. for the reason that containers are remoted from neighboring containers and include everything they need to run the software, that you would be able to quite simply movement them to an additional [cloud] atmosphere without compatibility problems.”

source: Kumina

As this Datamation article notes, “it was…the…users [of cloud services] who demanded that this know-how exist inside public clouds that drove the [container] improvements that now exist.” In other phrases, clients wanted a simpler strategy to equipment and movement their applications between clouds; and that in flip spurred the public cloud suppliers (AWS, Azure, Google, IBM, and so on.) to supply container deployment features and capabilities.

One remaining aspect to make about containers is that functions may additionally encompass a few containers, through which case container orchestration application is used to automate and simplify the administration of all those containers. Kubernetes, an extra open-source project at the start begun at Google, is likely one of the prevalent orchestration programs (with Docker Swarm as an example of another).

Coming returned to Ms. Rometty’s aspect that shoppers don’t need to be “locked in” and as an alternative are looking to be able to circulate purposes across diverse cloud environments, they (purchasers) can definitely do this these days in the event that they design and deploy their purposes as it should be, with containers for instance of 1 expertise that will also be fairly advantageous. She, really, makes this very element stating “…[We] have been constructing and we have been very focused on hybrid and multi-cloud…based on open technologies. So we’ve constructed on containers, Kubernetes…[and] multi-cloud manager become just announced closing week…” but, let’s be clear: the other predominant cloud provider suppliers (e.g. Amazon, Microsoft, and so on.) also present container and container orchestration features. accordingly, the IBM Cloud isn't in simple terms differentiated on this factor; yet, with the pink Hat acquisition, IBM does acquire purple Hat OpenShift which presents price-brought performance constructed around Docker and Kubernetes. while there changed into no distinct dialogue on the analyst call, most likely IBM believes that its existing container management and cloud administration services could be augmented in such a method by way of OpenShift as to leapfrog the competitors when using the “married” applied sciences for multi-cloud environments. however, if that’s authentic, why no longer specially talk about the capabilities that the mixed organizations will have that could be sophisticated to others?

Frankly, it appears to me that IBM’s existing cloud capabilities added to OpenShift don't seem to be going to be a enormous “online game changer”. first off, any integration between IBM’s cloud know-how stack and red Hat’s will make an effort; time which rivals will certainly use to their expertise to make certain they aren't left in the back of. 2nd, I’ve already noted that OpenShift is in line with Docker and Kubernetes which means pink Hat’s price-add is developed around the same core used by means of many others; but, the competitors has and will proceed to advance similar price-introduced offerings as well. Third, if there was some “killer” set of cloud functionalities that the combined stacks would generate, I’d like to believe the agencies would have made that clear; but they have not (as a minimum no longer yet). Fourth, there is nothing that “ties” OpenShift to the IBM Cloud; agree with that pink Hat’s personal OpenShift deployment “choices” web page – which I captured presently after the deal announcement – basically highlights AWS as a deployment platform:

red Hat OpenShift Deployment Tiers

supply: pink Hat

Now, crimson Hat additionally presents OpenStack, in accordance with an extra set of open-source applied sciences, which can also be used by way of businesses to build out their own deepest clouds and has synergy with Ansible, purple Hat’s language for DevOps. OpenStack hence helps IBM’s initiatives around hybrid-cloud deployments. despite the fact, as with OpenShift, I’m now not absolutely satisfied that placing this solution below an IBM umbrella is going to result in a totally differentiated offering, nor to a surprising acceleration of private cloud adoption amongst business customers. First off, IBM already had its personal answer stack in this enviornment, IBM Cloud deepest. since IBM expressed such bullish sentiment concerning the hybrid-cloud market on the analyst call, I’m really a little stunned this selected answer offering was no longer outlined during the name. Assuming the hybrid-cloud area is as “hot” as IBM suggests, one could are expecting that IBM deepest Cloud has been promoting well; why not call attention to the technology then? here is possibly a delicate factor and could be an improper extrapolation on my half, nonetheless it leads me to ask yourself if the hybrid-cloud market is as mighty as IBM suggests it is, and should be. additionally because the in the past linked article notes, IBM is not alone with an providing right here, nor had been they “first” to market with one. Microsoft delivered Azure Stack over a 12 months earlier than IBM introduced its competing answer to market. IBM may argue that Azure Stack, for example, is proprietary whereas their open-supply platform gives customers all the freedom and merits that open-supply options deliver. It’s a rewarding argument, and it will possibly more strongly support Ms. Rometty’s remark that valued clientele don’t need to be locked-in. in spite of everything, with an open-supply-based mostly inner most cloud platform, a customer can alter and lengthen it as they desire, which undoubtedly isn't possible to the same extent with a closed answer. it will have been beneficial if IBM offered some information elements to take into account if a style toward open-source exists inside the hybrid-cloud market, and mainly for private-cloud deployments. in the absence of particulars, i'm left just a little skeptical that pink Hat OpenStack goes to materially trade the “power” of IBM’s hybrid (private/public) cloud providing.

If we tie all of this returned to Ms. Rometty’s quote at the start of the area, it appears to fortify that client comments round “an open [cloud] answer with out a lock-in” appear a little invalid when on the grounds that the technologies (e.g. containers, orchestration) that have already evolved to deliver cloud users with the software portability that they need. The comment has enhanced validity when one considers the architectural probabilities of a personal cloud inside a hybrid-cloud atmosphere; however, as I argue above, there appears to be an absence of statistics which might imply consumers lean toward non-proprietary (e.g. open-source-based) private cloud deployments.

To summarize, I don’t (at the moment) see anything really enjoyable that emerges through a mix of both groups’ cloud stacks. To be fair, the agencies want time to boost tightly integrated solutions, and IBM is yet to observe the power of its development organization towards crimson Hat’s applied sciences. however, if I’m appropriate that “there is not a great deal to look here” in terms of the joint stacks, this perception would, of path, without delay undermine Ms. Rometty’s suggestion that the two groups might be a clear leader, specifically in hybrid-cloud solutions.

three.2 2nd ASSUMPTION: purchasers are only GETTING begun

Ms. Rometty mentions, greater than once, that we are coming into a 2d phase of cloud adoption (“chapter 2” as she calls it). in the first part, clients moved their “easiest” workloads to the cloud with a price-discount rates focus. These workloads represented the established Pareto-rule 20% of consumer functions; and for that reason, eighty% of purposes continue to be to be transitioned to the cloud. Ms. Rometty states:

“[Customers have] bought to movement [these remaining 80% of applications]. They both need to rewrite, refactor, decide what goes the place, relaxed the records. These are inhibitors that cease them from going [to the cloud]. So here is handiest going to be accomplished this stream to the eighty%, if you can circulate records and functions throughout assorted cloud[s], make that transportable…”

She continues…

“however here is an inflection element, and if [customers are] going to get previous that and flow the other eighty% which is about all their processes and their records they want what we’re going to offer together, this strong ambiance. And so this eighty% is…about…unlocking company value…the commonplace shoppers has a thousand application[s] and the typical customer already has 5…that we see some as many as many as sixteen clouds.”

the first comment, “[customers have] received to movement…”, is worth debating. common sense tells us that no longer all applications are always a superb fit for a cloud deployment for any variety of motives: required dependencies aren't with no trouble replicated in a cloud atmosphere, security concerns, lack of cost-discount rates, and many others. So, purchasers actually don't have to circulation the bulk of their purposes to a cloud structure. despite the fact, perhaps Ms. Rometty is playing a bit of along with her phrases, and is saying with a little bit of “dressing” that the style toward cloud adoption will proceed…which it certainly will.

however, I think there's room to problem what she says within the next few statements. She explains that “[customers] both must rewrite, refactor, decide what goes the place…” indeed, IBM and other expertise suppliers will, as they already have, be afforded with alternatives to aid consumers migrate certain applications to cloud environments. That’s good news for IBM’s very enormous provider company, and there's purpose to believe the functions group will advantage a little from the purple Hat purchase. These alternatives basically certainly develop in scope and revenue/profit expertise to the extent that these purposes are migrated to extremely allotted models operating on (perhaps) heterogeneous cloud systems (e.g. multi-cloud). So, I feel Jim Kavanaugh, IBM’s CFO, correctly brought up that “[distributed cloud solutions] hastens our mix shift to larger price...and is accretive to our gross income margin…”

but, there's a counter-argument to consider right here. instead of rewriting/refactoring present legacy functions, valued clientele may also as a substitute select “off-the-shelf” solutions (SaaS or otherwise) which may prove to be extra within your means, modern, and less demanding to maintain. as an example, Salesforce.com (CRM) and Workday (WDAY) definitely didn’t obtain their market penetration because consumers opted to remodel any homegrown CRM and HR functions respectively. sadly, IBM doesn’t talk about the COTS strategy and its capabilities have an effect on on their projections for transforming into their cloud linked revenues.

moving to IBM’s claim that multi-cloud environments could be greater regularly occurring sooner or later, as per Ms. Rometty’s observation that “the common client already has 5 [clouds]…”, there is some data to backup what the business is saying here: a TechRepublic survey from 2017, for instance, mentioned that the majority of businesses surveyed had already adopted a hybrid-cloud architecture. however, we comprehend that IT tends to stream in cycles. consider about what happened with the client-server computing paradigm the place “server sprawl” ultimately gave solution to server clarification and a push for homogeneity amongst techniques. Is it not viable that we may see whatever equivalent with cloud, where valued clientele “awaken” one day and ask themselves why they've 5 clouds once they could be in a position to operate with 1? consider some of the main requisites for the Pentagon’s current $10 billion JEDI cloud assignment: they are (for the second) insistent that the assignment award and associated computing workloads will go/run on a single cloud. As readers may comprehend, IBM is among the bidders on the venture and formalized their objection to the executive Accountability workplace (GAO) for the requirement of a homogenous cloud atmosphere. Assuming the Pentagon receives its means and is a success with its deployment, if the branch of protection (DOD) can operate on a single cloud, then why does a given business need upwards of sixteen clouds (the usage of the “intense” instance from IBM’s quote)?

The overarching theme right here is that Ms. Rometty’s position that the “remaining” eighty% of legacy customer applications are just waiting to be moved into a multi-cloud atmosphere has susceptible elements. notwithstanding it have been strong, I’m no longer certain IBM crucial to spend $34 billion on pink Hat to trap these alternatives. I already argued within the outdated area that IBM had latest capabilities within the identical cloud expertise areas where crimson Hat operates. If we feel about Ms. Rometty’s remark about “rewriting/refactoring”, what does pink Hat offer right here that IBM does not have already got? here's work that sits squarely within the domain of IBM’s capabilities neighborhood; a gaggle that could “plug in” crimson Hat’s technology, or every other cloud expertise, where it makes feel in keeping with consumer necessities.

but, the crimson Hat acquisition apart, if it seems that multi-cloud architectures eventually “cut back” to more convenient, single cloud environments which provide ample robustness and reliability to satisfy most customer necessities, then this “cloud clarification” could have a dramatic have an effect on on IBM’s precise-line and backside-line increase forecasts because the enterprise is tying both metrics specifically to its opportunity with “high-value” multi-cloud solutions.

3.three THIRD ASSUMPTION: IS $1 TRILLION FOR HYBRID-CLOUD sensible?

Ms. Rometty asserts that the market for hybrid-clouds will develop to over $1 trillion. She states:

“And to guide in the second chapter, here's going to be about hybrid-cloud. In hybrid-cloud is an emerging $1 trillion market…I mean what we did become seem to be and we see a scale of a $1 trillion market…We pointed out to ourselves and always saved saying: What will we do more advantageous to handle the wants of our shoppers? How can we speed up our means to head after that? And understanding and there’s truly a crucial aspect, figuring out that Linux is the fastest growing to be platform accessible. And this just this yr, it became the #1 platform each on-prem and in the cloud.”

throughout the analyst call, there became no point out of precisely when the market for hybrid cloud is anticipated to reach $1 trillion in price, nor the CAGR for this certain section of the normal cloud market. I struggled to locate first rate statistics in help of IBM’s projection right here, although Market research Media presents a forecast of $1 trillion for the entire cloud market by 2024. curiously, the Market research Media file synopsis highlights the quickly turning out to be/excessive precedence know-how segments inside the cloud market, however multi-cloud and hybrid-cloud aren't mentioned in that context. this article, which become referenced in section three.1, costs IBM in 2017 as asserting “they expect organizations to spend more than $50 billion a 12 months global beginning [in 2017] to develop inner most clouds, with the boom rate hitting 15 to twenty p.c a yr through 2020.” the use of these figures as a proxy for the typical hybrid-cloud market, it will surely take reasonably a while to attain $1 trillion in complete price even on the excessive end of the boom range.

One component expertise leaders appear to be exceptionally first rate at is developing with very large numbers when describing their complete addressable market (TAM). Admittedly, I’m not bound if IBM’s estimate is useful here or now not because…who actually knows at this time how huge the hybrid-cloud market may turn into? In support of IBM’s forecast, the in the past mentioned article notes that “earlier [in 2017], IDC analysts released a survey that indicated that basically 80 % of tremendous groups with 1,000 or greater personnel already have a hybrid cloud strategy in region. in addition, fifty one.4 p.c are using both public and private cloud infrastructures, and 29.2 p.c expect to do the identical inside the subsequent year.” These metrics are constructive to guide IBM’s argument, but they could even be interpreted to imply that the majority colossal customers have already got a hybrid-cloud in place, and as a result new hybrid-cloud deployments could in reality lower relocating ahead. extra, if we remember the discussion in section 3.2 around customers deciding on COTS/SaaS applications, as smartly because the opportunity that single cloud architectures might subsequently establish themselves as the dominant mannequin, then it’s imaginable that a $1 trillion hybrid-cloud market may additionally no longer materialize.

4.0 CONCLUSION

“Whoa” was supposedly Steve Ballmer’s (former Microsoft CEO) reaction upon hearing about the IBM-pink Hat deal. in all probability that single note greatest describes the latest sentiment of many others.

The leading thrust of what I’ve offered in this article is that i am nevertheless struggling to take note what key applied sciences IBM gets with crimson Hat that they didn’t already have, and why they felt they vital to spend 1/three of their market cap on an organization that is just producing a number of hundred million in cloud solution income (youngsters their increase fee is high). nonetheless, the “math” doesn’t add up for me, youngsters most likely it's going to in time as IBM and purple Hat improved clarify their wonderful value proposition.

Readers may additionally rightfully element out that I’ve ignored the potentialities for crimson Hat Linux and their middleware stack beneath IBM in my evaluation. In regard to the latter, I believe IBM’s possession of purple Hat’s middleware stack is probably going to create some confusion, at least in the short time period. IBM and crimson Hat will surely should determine a way to place WebSphere versus JBoss. And as other authors have cautioned, purple Hat enterprise Linux (RHEL) might eventually supplant AIX as IBM’s de facto UNIX distribution. The linked migration work would most likely drive a fair volume of expertise and support capabilities. Ms. Rometty cited in a single of the prior to now outlined costs that Linux is the quickest becoming operating equipment in the cloud and on-premise. however, be aware that she did not say that RHEL is the fastest starting to be Linux distribution. To that end, there is some information suggesting that Ubuntu is transforming into sooner in the commercial enterprise Linux phase. devoid of extra information from IBM and pink Hat, it’s basically quite difficult to quantify the have an impact on of red Hat’s Linux and JBoss product sets to IBM over the long-term.

As outlined, I are expecting that IBM and crimson Hat will deliver better readability on the strategic value-add of the 2 corporations as we movement into 2019, and how they intend to combine their stacks to more suitable compete against the likes of AWS, Microsoft, and Google. i hope they do; as a result of evidently buyers will send the inventory decrease (than it already is) if most become satisfied the sum of the groups lacks incremental price. Yet, while IBM/red Hat give further particulars to the market, as I’ve outlined herein there are a couple of counter-arguments which undermine the assumptions that this deal is predicated upon. in my opinion, the calculus of the cloud stays the equal in the interim.

aiding documents

ibm_redhat_acquisition_transcript.pdf

Disclosure: I/we have no positions in any stocks mentioned, and no plans to initiate any positions in the next seventy two hours.

I wrote this article myself, and it expresses my own opinions. i am not receiving compensation for it (aside from from seeking Alpha). I have no enterprise relationship with any company whose inventory is outlined in this article.

IBM currently pulled off the greatest application acquisition in background by announcing its intention to acquire open supply cloud company purple Hat for $34 billion. specialists spoke of IBM’s acquisition of pink Hat opens a new dynamic within the cloud wars between IBM, Google, Amazon and Microsoft. They additionally stated it offers IBM brought muscular tissues in the business hybrid cloud area, opens up a large dialog round containerized apps and microservices infrastructure and begs the most desirable question: will IBM’s large bet on pink Hat retailer the struggling business or make it HP-Autonomy, part 2, one more huge deal long past south?

listed here are some more takeaways on the IBM-red Hat mega deal:

Will the primary Cloud providers Play fine?

The fact of cloud nowadays is that your companions are your opponents, based on Al Gillen, normal vp of application building and open source for IDC. What does this suggest for the cloud market? “it's becoming more and more rare for a huge player to now not play both roles,” Gillen talked about.

“Even for purple Hat today, it's a competitor to Microsoft, Google, Amazon, but it surely also partners with all those avid gamers to help its items on their clouds." IBM owning pink Hat, he stated, makes it "a little greater distasteful for cloud rivals" now than it turned into closing week. "They still cannot manage to pay for to ignore the sizeable put in base of pink Hat clients," Gillen talked about.

linked Article: AWS vs. Google vs. Microsoft: Who Will Win the Cloud (and Does it rely)?

AWS Has competitors in Open supply in Cloud

Open supply remains a big theme around chatter on this acquisition. Jim Whitehurst, president and CEO of red Hat, observed in a press release that open supply is the default alternative for contemporary IT solutions. "becoming a member of forces with IBM,” he delivered, “will supply us with a greater stage of scale, resources and capabilities to speed up the have an effect on of open source because the basis for digital transformation and produce pink Hat to an even wider viewers, all whereas maintaining our entertaining subculture and unwavering commitment to open source innovation."

That stated, groups leveraging company purposes within the cloud have pointed out they see Amazon internet services as the “herbal home for open source options,” in keeping with Ollie O’Donoghue, analysis director of IT features for HFS research. “That can also alternate as IBM continues to struggle with the hyperscale gamers, however with enormously boosted credentials in open source,” he delivered. “It’s dubious that this will supply IBM a meaningful leg up in the public cloud IaaS market, however will give them enhanced credentials in a local they are already very potent, the business hybrid cloud space. So the market will now not trade. IBM just bought a bit stronger.”

Can IBM and pink Hat Pull Off crucial Synergy?

is this acquisition too massive to succeed? O’Donoghue mentioned there were a number of main acquisitions like IBM-purple Hat, and, he delivered, most don’t conclusion neatly. probably the most notorious instance he cited is HP and Autonomy. “There are a few others that have managed to grasp on to a couple high-quality features, however these are few and much between,” O’Donoghue talked about. “The holy grail for an acquisition is synergy, so the entire is better than the sum of its components. here's pretty rare for acquisitions of this scale — getting your $34 billion value can be an fabulous trick if IBM can pull it off.”

connected Article: HP Sells CX property to OpenText for $170M

large Play here for Containerized Apps, Microservices

Randy Heffner, analyst for Forrester, observed bigger dialog around the IBM-crimson Hat acquisition centers around containerized apps and microservices infrastructure. IBM, he mentioned, got a pretty good basis with crimson Hat's OpenShift, a container app platform through crimson Hat built on Docker.

IBM received two crucial issues via OpenShift, in line with Heffner. As big as cloud is, there are nonetheless many applications running on-premises because they are complicated to flow. There are additionally protection or records residency considerations. “OpenShift gives IBM a narrative to inform for on-premise-to-cloud migration — or easily hybrid cloud/on-prem operations of containerized apps and microservices,” Heffner said.

further, doing high-conclusion microservice-based solutions nowadays is rocket science, and having control of OpenShift will provide IBM a leg up on crafting what one could call the “app server” for microservices, he delivered. This, Heffner noted, is a “very distinctive category of modular app infrastructure that allows for the hundreds of builders to build high-conclusion microservice points into their apps.” He referred to circuit breakers, service discovery, design for resilience, mixed programming languages and sharding.

linked Article: 7 Tech Giants Embracing Microservices

charge may well be Too plenty to bear

Will cost be an argument down the street for potential cloud traders? Some reviews say relocating to the cloud can prove expensive. “I do not suppose it will be budget friendly for the possibility clients unless the suppliers are willing to lose money whereas positioning their items/features for market share. however up to what to aspect?” wondered Halim Özberrak, co-founder of Betatek. “The market is large and some huge cash is there for the taking for the providers and that is the reason why we will see an awful lot greater M&As,” Özberrak anticipated.

With the $34 billion fee tag Özberrak pointed out he cannot see a pricing or a positioning logic that can also be justified through ROI or return on fairness. “it is the trillion dollar query to be answered and i would love to hear it,” he spoke of. For a cloud investment to in fact work, it has to be at ease, broadly and comfortably obtainable and the opportunity charge-shrewd, meaningful for the users and profitable for the providers, Özberrak introduced. “however I don't see it going on within the very close future considering the fact that the trade is starting to be by acquisitions,” Özberrak spoke of.

Who eventually Can Win in 2019 and beyond within the Cloud?

Heffner of Forrester predicts IBM can be the chief when this deal with red Hat is realized, although others have some toes within the water on it. Google these days announced an on-premises edition of its container engine. Google is managed to your hardware, however IBM can do that, too, and should have a much wider range of deployment options, together with being fully consumer-managed, Heffner noted. "IBM will need to sort out middleware duplications in its portfolio like JBoss vs. WebSphere, 3scale vs. API join, Fuse vs. IBM Integration Bus, statistics integration and more," Heffner stated. "I trust IBM will with ease keep lots of the pink Hat middleware manufacturers, most are thriving open supply communities, in order that they are decent ecosystems and corporations for IBM to be in."

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HP unveiled new storage products for the high end—new functionality for Zero Downtime Backup and a new NAS product. At the same time, the company announced the new SureStore E Tape Library 6/140 and a SAN backup solution.

The new functionality for the HP SureStore E Disk Array XP256-based Zero Downtime Backup solution from HP OpenView OmniBack II is now available on Windows NT for Microsoft Exchange and file systems applications and on HP-UX for Oracle Parallel Server, as well as for Oracle, SAP R/3, file system, and raw disk. HP also announced that the new solutions now integrate with VERITAS NetBackup with Business Copy XP across the same platforms. For NAS, HP is offering pre-packaged NAS solution templates and has expanded its services.

HP’s new HP SureStore E Tape Library 6/140, priced starting at $95,000, is a modular tape library available in four- to six-drive configurations. It offers slot capacities of 100, 120 or 140, and both SCSI and Fibre Channel interfaces. The 6/140, currently offering DLT 8000 drive technology with native capacities of 4 TB, 4.8 TB and 5.6 TB, is upgradable to include new tape drive technology, such as HP’s Ultrium format LTO and Super DLT tape, when they become available. SAN backup, a pre-tested SAN backup solution for heterogeneous servers, will support HP-UX, NT and Solaris servers.

Pricing is hard to come by on some of the new solutions because, says HP, the Zero Downtime Backup Solution, the SureStore E NetStorage XP NAS solution and the SAN-based Tape Sharing solution are made up of a variety of components (hardware, software and services) and are not sold as a "set," or "whole package." Nevertheless, HP gives the cost of a typical configuration of the XP256 solution that the new solutions may encompass. A 1.5 TB system with 4 GB cache and one 4-port FC adapter: SureStore E Disk Array XP256 carries a price tag of $686,000. The XP software is $108,000 (Business Copy XP, Secure Manager XP, RAID, Manager XP, and LUN Configuration Manager XP).

HP also expanded a bit on its recent news that it was consolidating the two major parts of its storage operations as well as smaller storage groups under a single umbrella—the HP Storage Organization (HPSO). Bob McGraw, brand marketing manager for HPSO, explained that the new group is divided into five main units: data protection (tape libraries and formats), data management (disk systems, arrays, and direct attached storage, including NAS and SAN), extended platform (the high end, including high-end arrays and XP storage management software), networking (Ethernet hubs and switches), and integrated solutions (including SAN infrastructure and storage management software that is not device-specific). Networking was pulled under the general storage umbrella because HP "believes storage networking is where things are going, and we’re focusing on both NAS and SAN," McGraw explained.

When directors of the independent feature Gone wanted to send a copy of their documentary about a missing ex-pat to the Tribeca Film Festival a few days ago, they discovered that the high-end tape stock they needed to screen it there was gone too.

A Sony factory in Miyagi, Japan was the sole manufacturer of high-quality HDCAM-SR tapes used extensively in TV and film production. But it was badly damaged in the quake and tsunami, causing an industry that relies heavily on the tapes to panic. The pricey tapes that usually go for $280 now cost $1,000 or more -- and many shelves are empty.

While no one would confuse the relative severity of the two crises, the earthquake and tsunami in Japan reveals the fragile nature of the film industry's global supply chain.

Bill Macomber, owner of Fancy Film Post Production, a Los Angeles boutique post-production house in Silver Lake, says that in the immediate aftermath of the disaster larger production houses began buying out not only the HDCAM-SR stock, but also the lower-cost HDCAM tapes favored by independents for film exhibition.

Macomber, whose clients include both independent producers and television networks, says prices have skyrocketed.

"HDCAM-SR tapes are suddenly going for three or four times the cost that they were a few weeks ago -- a $280 tape is now easily a thousand dollars."

That is, if you can find them at all.

Supply house Comtel Promedia in Burbank is selling the few tapes it has left only to existing customers.

Online retailer TapesOnline.com offered us only a waiting list.

That left first-time filmmakers such as John and Gretchen Morning of Gone, which will premiere at Tribeca next month, calling in favors across the United States.

"We couldn't find any tapes in Los Angeles," says Dan Chalfen who is helping the Mornings produce the film, "except for a place in the [San Fernando] Valley that was asking far too much money."

"We went around to stores in New York, but consumer places were completely out of stock," says Chalfen. "Eventually, we were able to cobble together the tapes from various sources, including from a friend in Boulder where we were doing some post work."

Other filmmakers have taken to using so-called "one-pass" previously used tapes sold by companies like MSE Media Solutions in Commerce.

A few weeks ago, there wasn't much of a market. Today, these one-pass tapes too are in short supply and going for multiples of what a new tape once went for.

The Mornings' situation isn't unique, says Macomber.

"We've got relationships with distributors, but a lot of independent filmmakers do not, and they're up against really big buyers who are snagging every piece of tape they can find. A lot of filmmakers have had to scramble to find tapes from friends who aren't currently in post-production."

The tape shortage won't be getting any better anytime soon.

In a statement released on its website Tuesday, Sony announced that operations at its flooded Tagajyo Plant - located in the devastated Miyagi prefecture -- would remain suspended indefinitely.

Good day, and welcome to the Synaptics First Quarter Fiscal Year 2019 Conference Call. Today's conference is being recorded.

At this time, I would like to turn the conference over to Jennifer Jarman. Ma'am, please go ahead.

Thank you, Chelsea. Good afternoon, and thank you for joining us today on Synaptics' first quarter fiscal 2019 conference call. With me on today's call are Rick Bergman, President and CEO; and Wajid Ali, CFO. This call is also being broadcast live over the web and can be accessed from the Investor Relations section of the company's website at synaptics.com. A quick reminder that we have posted a supplemental slide presentation on our Investor Relations website. The supplementary slides have also been furnished as an exhibit to our current report on Form 8-K filed with the SEC earlier today, and add additional color on our financial results.

In addition to the company's GAAP results, management will also provide supplementary results on a non-GAAP basis, which excludes share-based compensation, acquisition-related costs and certain other non-cash or recurring or nonrecurring items. Please refer to the press release issued after market close today for a detailed reconciliation of GAAP and non-GAAP results. Additionally, we would like to remind you that during the course of this conference call, Synaptics will make forward-looking statements.

Forward-looking statements give our current expectations and projections relating to our financial conditions, results of operations, plans, objectives, future performance and business. Although Synaptics believes our estimates and assumptions to be reasonable, they are subject to a number of risks and uncertainties beyond our control and may prove to be inaccurate. Synaptics cautions that actual results may differ materially from any future performance suggested in the company's forward-looking statements.

We refer you to the company's current and periodic reports filed with the SEC, including the Synaptics Form 10-K for the fiscal year ended June 30th, 2018, for important risk factors that could cause actual results to differ materially from those contained in any forward-looking statements. Synaptics expressly disclaims any obligation to update this forward-looking information.

And with that, I will now turn the call over to Rick Bergman. Rick?

Thanks, Jennifer, and I'd like to welcome everyone to today's call. Synaptics kicked off fiscal 2019 with a strong quarter. During the last few earnings calls, we've been talking about our increased emphasis on earnings power, as we prioritize the opportunities within our product portfolio both in leveraging a more diversified platform including consumer IOT, as well as the corporatewide focus on maximizing profitability. I'm pleased to say that we are exceeding across this strategy, which is evident in our strong operational results for the September quarter.

We are at the top end of our guidance range for non-GAAP EPS and achieved our goal of returning to year-over-year earnings growth, which increased 20%. This was driven by continued strength, the non-GAAP gross margins, which were up 280 basis points year-over-year and reflect our fifth consecutive quarter of improvement. We expect this trend to continue in fiscal Q2 with, at the midpoint seasonal sequential growth to drive projected non-GAAP EPS, up 26% over the year ago period. We are very excited about a number of areas in our diversified business, including strong uptick of our chip-on-film solutions, progress in automotive and growing penetration of our IOT products. The recent resumption of stock repurchase activity underscores our confidence in Synaptics path moving forward.

I'll turn the call over to Wajid, for a review of our financial results and guidance, and then I'll return with details on our recent progress.

Thanks, Rick. Synaptics posted solid first quarter results with revenue of $417.6 million above the midpoint of our guidance range and up 7% sequentially. As reflected in the presentation materials released in advance of this call, revenue from mobile, IoT and PC products was approximately 63%, 21% and 16% respectively. Revenue from mobile products was down 10% compared with the year ago quarter, and up 19% sequentially. Revenue from IoT products was up 46% year-over-year, and down 10% sequentially. As we discussed last quarter, we have shifted a large portion of our investment dollars from in-display fingerprint to consumer IOT to enable stronger growth of IoT over the mid-term, which we believe will become more evident toward the end of our fiscal year. Revenue from PC products was up 5% year-over-year, and down 3% sequentially.

During the quarter, we had two customers above 10% of revenue at 11% and 17%, respectively. For the September quarter, our GAAP gross margin was 33.7%, which includes $17 million of intangible asset amortization and $900,000 of share-based compensation costs. GAAP operating expenses in the September quarter were $135.1 million, which includes share-based compensation of $15.8 million, acquisition-related costs of $3.6 million, consisting of intangibles, amortization and transitory post-acquisition compensation program costs, restructuring expenses of $8.3 million, transaction related costs of $1.2 million, consisting of legal and consulting fees and a credit of $1.7 million, net of legal costs for the final arbitration settlement of a matter associated with a prior acquisition.

In the September quarter, we had GAAP net income of $3.8 million, or $0.11 per diluted share. On a non-GAAP basis, our September quarter non-GAAP gross margin of 38% was at the high-end of our guidance range and primarily reflects overall product mix, as well as continued supply chain efficiencies. September quarter non-GAAP operating expenses were $107.9 million, well within our guidance range. For the first quarter, our non-GAAP tax rate was 12%. Non-GAAP net income for the September quarter was $44.6 million, or $1.24 per diluted share, a 27% year-over-year increase compared with $35.1 million, or $1.03 per diluted share in the first quarter of fiscal 2018.

Turning to our balance sheet. We ended the quarter with $263 million of cash, a decline of $38 million from the preceding quarter, which reflects approximately $39 million used to repurchase approximately 862,000 shares during the quarter. We expect to continue to be active on an opportunistic basis for the regard to our stock repurchase program. Cash flow from operations was $4.6 million for the quarter. Receivables at the end of September were $333 million and DSOs were 72 days, reflecting a back-end loaded quarter. Inventories were $161 million and inventory turns were $6.4 million, all in line with the company's expectations. Capital expenditures for the quarter were $6.8 million and depreciation was $10 million.

Now, I will make a few comments regarding our quarterly outlook. Based on our backlog of approximately $304 million entering the September quarter, subsequent bookings, customer forecasts, product sell-in and sell-through timing patterns, as well as expected product mix. We anticipate revenue for the December quarter to be in the range of $410 million to $440 million. We expect the revenue mix from Mobile, IoT and PC products to be approximately 65%, 20%, and 15% respectively. As you can see we are executing well and are set to deliver a solid first half financial performance in fiscal 2019. As we look ahead into calendar 2019, I would note, like many of our peers and those who follow the industry, we are carefully monitoring the conditions, regarding overall global consumer demand and the potential impact of freight issues.

I will now provide GAAP outlook data for our December quarter and will follow with non-GAAP outlook data. We anticipate the stock-based compensation charge in the second quarter to be in the range of $17.7 million to $18.3 million. In addition, December quarter GAAP expenses will include non-cash charges of approximately $18 million related to intangibles, amortization of which approximately $15 million will be reflected in cost of sales. Further, as part of our mobile fingerprint restructuring, we anticipate an additional $1.4 million of restructuring charges.

I will now provide non-GAAP outlook data for December quarter. Taking into account our overall revenue mix, we expect non-GAAP gross margin in the December quarter to be between 38% and 39%. We expect non-GAAP operating expenses in the December quarter to be in the range of $105 million and $109 million. We anticipate our non-GAAP long-term tax rate for fiscal 2019, to be in the range of 11% to 13%. Non-GAAP net income per diluted share for the December quarter, is anticipated to be in the range of $1.25 per share to $1.55 per share.

With that, I'll now turn the call back over to Rick.

Rick Bergman -- President and Chief Executive Officer

Thanks, Wajid. Let's jump to some specifics starting with our Mobile Division, where our investments in smartphone displays are really paying off. Our ClearView OLED display driver technology leveraging flexible chip-on-film packaging or COF has been widely adopted by several major smartphone OEMs, including Huawei for its new Mate 20 Pro featuring WQHD resolution. The Mate 20 Pro is also the first smartphone to feature Synaptics' complete system solution, including our discrete COF ClearView DDICs and our ClearPad touch controllers with millions of units of each already shipped.

Synaptics continues to lead the industry toward bezel-free and brilliantly immersive infinity displays for both OLED and LCD smartphones with our innovative COF designed, highlighted by over 20 projects already in mass production, including the world's largest OEMs. Our close partnership with key display manufacturers in China, Japan and Korea are arming global smartphone OEMs with state-of-the-art touch and display technology across all resolutions, whether OLED or LCD panels. We have built a mature COF supply chain to address the rapid trend toward bezel-free phones, and our early innovations in Touchview TDDI and discrete DDICs are enabling the market to flourish with vivid smartphone displays showcasing our feature-rich technology.

Leveraging our strength in TDDI, we also announced the innovative new family of automotive TDDI products and are excited that several display manufacturers have started building panels using our solution for upcoming vehicle launches. Pioneered by Synaptics, our touchscreen automotive TDDI Solutions integrate sophisticated touch and display technologies into a single chip, while enabling superior optical performance over conventional touchscreens. Our solution combines a lower bomb, and it simplified supply chain with faster and easier integration for display manufacturers, global Tier 1s and OEMs. While we're on the topic of automotive, some of you may have seen recent front-page coverage of Synaptics in USA today, where journalists have hands-on demonstration of our new and exciting fingerprint sensor technology for cars. Cars featuring our fingerprint solution will begin shipping in the 2020 calendar year.

Now, let's turn to our Consumer IoT business. We continue to heavily invest in IoT, where we expect our multiple product lines to remain a significant growth engine over the next several years. These include our solutions leveraging our world-class audio technology and video technology, whether it would be our Far-Field Voice Technology for digital assistance, our video capabilities for Android-based set-top boxes, or SoC-based offering to a high-fidelity digital headset accessories in conjunction with new high-end smartphones. Our human interface for IoT requires low power, significant computation and dedicated neural network hardware. So we examined our options in great detail and determine that 22-nanometer is a sweet spot, as it provides performance when you need it and low power when you don't.

I'm pleased to announce tape out of our first solutions on 22-nanometer, which we are now leveraging for our voice and audio solutions for applications including, smart speakers. These products are expected to sample at key customers in the coming weeks. Another exciting way, we are leveraging our display technology is with VR. We recently announced our new ClearView DDIC featuring industry-first dual display 2K resolution combined with unique foveal transport support for next generation VR headsets. In addition, we launched our new VR Bridge solution, which provides high-speed DisplayPort connectivity over tethered USB Type C cables, required for a best-in-class head-mounted display user experience. Combined, these solutions bring the necessary high performance visual support for next generation augmented, mixed and virtual reality headsets.

On the customer front, we're pleased to announce that our high-fidelity digital headset SoCs have been selected by Google for the innovative pixel USB-C earbuds, shipping soon with all new Pixel 3 smartphones. Google also selected Synaptics for it's updated USB-C to 3.5 millimeter adapter. Also shipping with our new Pixel 3 phones. Google selected Synaptics USB-C SOC for it's superior low power consumption and playback time, the industry's lowest latency and for it's immersive high resolution audio. Synaptics is also recognized as a made for Google partner for it's USB-C solution, and it's fluid interoperability with Android products.

We also announced our AudioSmart Far-Field Voice Technology has been designed into Alexa Built-In Televisions from TCL Corporation. TCL's new TV is with integrated far-field voice provide their customers with a premium user experience and the ability to control the television with their voice through Amazon Alexa. Additionally, we announced two new audio smart far-field voice solutions for both emerging and legacy set-top boxes. For new set-top boxes, Synaptics is fully integrated it's far-field voice capabilities directly into our latest video smart multimedia processors. And for the millions of existing set-top boxes already deployed, users can simply connect via USB Synaptics-enabled stand-alone accessory and instantly add a voice assistant to their television services.

Furthermore, we have partnered with a few industry leaders in the development of a comprehensive turnkey platform, designed to enable television service providers to quickly deploy cost effective and innovative Pay TV services to address the rapidly expanding Android TV market. This turnkey partnership includes Synaptics market-leading multimedia processor SOCs running iWedia software and hardware from Tonly, a world-class consumer electronics ODM. Industry analysts report that over 70% of operators worldwide are considering Android, and there will be over 100 million unit devices shipped by calendar year 2022 with Android TV.

Okay, let's turn to our PC division, where our strong TouchPad business continues to command market share leadership. And our PC fingerprint business is strong and growing due to our unique solutions and key partnerships. In today's era of heightened sensitivity for personal data privacy and the need to protect corporate data, our fingerprint solutions deliver state-of-the-art security and encryption. Our fingerprint products along with our ecosystem partners allow us to deliver the safest computing platforms available on the market today. Our next generation match and sensor fingerprint product is already in mass production with PC Peripherals and window-based notebook PCs with our solutions expected to ship with the next refresh cycle. Our leadership in display interface, audio codecs, TouchPad and fingerprint security, along with key partnerships with leaders such as Microsoft, AMD, Intel, and standards such as FIDO continue to define the roadmaps of PC OEMs globally.

In summary, we are seeing the growing benefits of a diversified product mix that is better aligning with our strategic priorities, reflecting the increased focus we have implemented as a company to drive stronger operational results. Our investments in clear industry leadership position in overall display with TDDI, COF, and now OLED are paying-off with deployment of our solutions across multiple Tier 1 customers. Consumer IoT continues to represent a highly attractive growth arena, where we are making strong progress in the audio, voice and video areas, while bolstering our product roadmap through the continued enhancements of our solutions and differentiated underlying technologies. The PC market remains a healthy mainstay of our business. And lastly, we are laying a solid foundation to prep the next wave of growth by building our product and engagement pipeline in adjacent profitable verticals, including automotive and AR/VR.

In closing, some of you have asked whether we plan to hold another Analyst Day this year? Instead, we will host an early cocktail reception, the day before CES officially opens, adding slightly more content than in previous years to kick-off the event. We'll then offer booth tours for recovering analysts and investors in the first two days of the show, as usual. We'll share official details in the coming weeks.

With that, we'll now turn the call over to the operator to start the Q&A session. Operator?

Questions and Answers:

Operator

Yes, sir. (Operator Instructions) And our first question will come from John Vinh with KeyBanc.

John Vinh -- KeyBanc Capital Markets -- Analyst

Hi, thanks for taking my question. If I look at kind of your mid-point of your segment guidance into the December quarter, looks like you are up 5% on a sequential basis. I would have imagined with kind of the timing of your customer flagship launches and the ramp of your COF products that you would have seen greater seasonality into the December quarter versus historical. I was wondering, if you could just comment on timing and maybe reconcile that with your seasonality for the mobile products division into the December quarter? Thank you.

Rick Bergman -- President and Chief Executive Officer

Sure, John. A couple of factors that you have to account for when we look at these patterns. The first one is, some of the OEMs, especially since we're in actually in the displays and either get mounted on the displays, or a chip-on-film that's part of the panel module manufacturing, is we supply parts in advance of the ramp, or the announced dates that our customers go out there. So we had a pretty kind of call it robust Q1 for mobile, and it continues into Q2 as you pointed out, but if you're trying to kind of to bridge to some of the announcements and ramps and so on. We have to ship ahead of the curve so to speak. And then secondly, we didn't talk a lot about it, but we continue to have shortages on some of our TDDI products, not only do we have to deal with that in Q1, but we are dealing with it in Q2, and then expected to clear up more as we exit our fiscal Q3. And so those kind of things are balancing out to Q1 and Q2.

John Vinh -- KeyBanc Capital Markets -- Analyst

Got it. And then just a follow-up on TDDI. Maybe can you talk about the progress that you've made in the current quarter. In terms of procuring additional TDDI wafers? And then how wide is the gap in terms of the supply demand gap? And then as you think about next year with additional competitors coming in and supply starting to ease, do you think you can still grow your TDDI business going into next year as well?

Rick Bergman -- President and Chief Executive Officer

Yeah, John. Last call, actually back in early August, we talked about roughly a $50 million gap that we felt that we had. And fortunately, in the queue, in our first quarter, at the time we talk to you, there wasn't much we can do. We kind of knew what we had coming. And to a certain degree that's also true for now the -- our December quarter. We'll fight for incremental yield and incremental wafers, but commitments have been made. And at this point, we don't expect that to change materially. As we move into our fiscal Q3, though we are seeing again some incremental improvement, and then we're also able to bring on either other sources or different process nodes that's going to be able to help us out in terms of supply. In terms of how we're going to fare when the business grow across the calendar years for TDDI, I think absolutely, yes it can. We have a very powerful lineup of products, both in full HD, as well as we will be having some other resolution and brand new products that we're introducing that provide incremental features that I don't really want to go into now. And of course, without a doubt we are seen as the innovator for TDDI, and the other huge trend is chip-on-film, which is just in some ways beginning. And again in terms of the technology in our position with the supply chain, as I mentioned in our remarks, we are very well positioned to seize on that industry trend that will really kick in more in calendar 2019. Where today it's, it's kind of a couple of large customers by far the majority of those shipments.

Yeah. Thanks for taking my questions. If I just look at the guidance, it looks like on IoT, I'm seeing a decline year-over-year in the December quarter. So, I'm just making sure I get my math right, if you can maybe address, what's going on there? And then in terms of Conexant versus Marvell you have seen any shift in that and maybe the influence on margins. Can you just sort of reconciling the uptick in margins with the mix of business and the influence there? Thanks.

Rick Bergman -- President and Chief Executive Officer

Okay, I'll take a crack at both of those, and then maybe if I miss anything, Wajid can chime in especially on the margin question. On the IoT, yes, your math is correct. It will be down a bit from a year ago. We had a very strong kick-off of those two acquisitions, a year ago, much of it centered around the voice-enabled speaker products, where it is brand new in all markets of the world. We are seeing a bit of a, call it a slowdown, lower shipments this year, trying to understand if these customers are expanding to the new geographies, but that's not quite offsetting some lower shipments that we're seeing. But it is. And of course there is a broader issues in the consumer market that's well documented over the last few weeks. But still we're not backing off that particular segment at all. We have a bevy of 22-nanometer IoT products. It was necessary for us to refresh that product line with some new competitive products. We should be in mass production with those 22-nanometer products by the end of the fiscal year, and we're quite excited because in a lot of cases we work very closely with the leaders in the industry to help us define those products and give the exact features that they want leveraging our big lead that we have in voice and video.

On the margin side, yes, you're pointing out just, it's not just a product mix issue of having more IoT content. Again it's been a big focus within the company. We clearly could recognize what the leverage that it gives us by getting improved margins. So I just met with the leadership team right before this call and said, congratulated them doing a great job over the last few quarters, but our work wasn't done. We want to do better. As you can tell from our guide in this quarter, we will do better in the current quarter and try to build from there. At the same time , I think we've been also trying to put a little caution and that at the end of the day, we want to drive the best bottom line profits as well. So we don't want to be handcuffed by any particular gross margin goal over fiscal years or anything of that nature. But I think the team has done a fantastic job getting us where we are today from where we were just a few quarters ago. Anything else, Wajid.

Wajid Ali -- Senior Vice President and Chief Financial Officer

Yeah. So just to drill down a little bit on IoT in terms of the margin question you asked. The mix is actually working favorably for us. So year-over-year although revenues are down because of that one particular product segment within the group of products that we purchased, overall margins between the two acquisitions are actually up year-over-year both in Q1 and in Q2 of this year. So it has worked favorably for us from a product mix standpoint.

Charles Anderson -- Dougherty & Company -- Analyst

Great. And then just a follow-up, if I may related. So on the one area of weakness in the smart speakers, Rick, do you know, if those had a tariff component that may be impacting that or are there any market share losses you could address, or is it just a saturation, or any more color there would be helpful. Thank you.

Rick Bergman -- President and Chief Executive Officer

Yeah, sure. It's -- causality is always a challenge to understand. So I would say for the most part it's consumer markets weakness that we're seeing, whether that's directly attributable to the tariffs, or the other trade war type of things that are going on, it's really hard. I think smarter people can opine on that in terms of macro economic events, but clearly we have seen a bit of a caution in there -- especially in the China markets. And I guess I do want to clarify, we are -- the rest of our IoT product lines that are actually doing quite well and we are quite pleased with those product lines. But that particular segment made a big chunk of our IoT business and it's -- the reality is, it's just slower than a year ago.

Charles Anderson -- Dougherty & Company -- Analyst

Got it. Okay. Thanks so much.

Operator

All right. Thank you. (Operator Instructions) And our next question will come from Kevin Cassidy with Stifel.

John Donnelly -- Stifel -- Analyst

Hi, this is John Donnelly on for Kevin. Thanks for taking my question. For the chip-on-film, do you see that being adopted primarily by the higher-end of the market or allowing the low and mid tier phones to compete with the high-end Infinity displays? And has that changed at all in the kind of the past year after you've introduced it?

Rick Bergman -- President and Chief Executive Officer

So I'd say it's definitely the latter. And yes, it has. I would say the momentum is built on chip-on-film, where initially it was envisioned in the high-end phones, like, for example, the Huawei phone that we cited in the press release in my remarks, is a chip-on film solution that's critically a high-end phone, it's OLED. There is another major manufacturer out there that recently launched a phone that for them is in high-end, but for the rest of the market, it's the higher price point. But what we are seeing other phones rolling out clearly, we're getting some OEMs committing to chip-on film across the board, because they want a certain look and feel for all of their phones, and as close as they can get to Infinity displays, they're going to get to do that. So it's a pretty good value proposition for the customers. In other, the OEMs kind of have to work through designing their phones as appropriate and so on. That's why we have a big surge right now, but really the bigger part of the marketplace will come in 2019, as it really cascades down into the mid range and even potentially even to lower end of the market.

John Donnelly -- Stifel -- Analyst

Great. Thank you. And then on the TDDI with it being kind of an industry wide shortage, do you see customers moving to discrete solutions with a limited supply, or they delaying product launches and kind of pushing that revenue later?

Rick Bergman -- President and Chief Executive Officer

No. It's not so much moving back to discrete. It's just been a tremendous shift beginning -- at the beginning of this calendar year to TDDI. So you might see that shift not happen as fast as some of the OEMs would want, which does translate into more discrete shipments at the end of the day. And so I don't think OEMs truly delaying phones. They got to be out in the marketplace. So they may not move as quickly to TDDI, as we would like. But of course, we've got to be part of that solution by getting better supply.

John Donnelly -- Stifel -- Analyst

Okay. Thank you. Congrats on the great results.

Rick Bergman -- President and Chief Executive Officer

Thank you.

Wajid Ali -- Senior Vice President and Chief Financial Officer

Thanks.

Operator

All right. Thank you (Operator Instructions) Our next question will come from Rajvindra Gill with Needham & Company.

Rajvindra Gill -- Needham & Company -- Analyst

Yeah. Thanks very much, Rick. Question on growth as well. I joined a little bit late, so apologize if this question was asked. On the guidance for IoT in the case that it's going to be down year-over-year, just wondering kind of what the reason behind that?

Rick Bergman -- President and Chief Executive Officer

Yeah, sure. Yeah, it was asked earlier. So let's see if I can give the same answer. It was primarily in the smart speaker segment, where we saw some weakness. We had really a booming year, last year. We had -- we were really struggling actually to catch up on a supply perspective, a year ago to address tremendous market adoption of some of the solutions out there. And that's tapered a little bit to a certain degree is that part of the -- just overall a bit slower consumer market worldwide. So that was kind of the reason I cited is one of the potential issues there. But that doesn't take away our excitement at all from our IoT business. We have a bunch of new products coming and we're seeing some tremendous momentum in the design win phase that setting us up for a pretty strong tail end of this fiscal year, in terms of getting those solutions into the marketplace.

Rajvindra Gill -- Needham & Company -- Analyst

Okay, great. And again, I apologize, if this question was asked again. We have a couple of earnings going at the same time. The OLED ramp, there clearly is an acceleration of OLED screens in China. We've see that with a competitor in Korea that is seeing significant growth with respect to OLED. Wanted to get a sense in terms of how much new OLED panel capacity is coming online in calendar 2019? And how you're going to be positioned there as the other kind of major OLED, DDIC supplier?

Rick Bergman -- President and Chief Executive Officer

Yeah, it's great question, Rajvi. Clearly, we feel good about our first half of our fiscal year, a lot of really good things have happened. But if you ask me, is there any disappointments in our product line, in terms of the results, it really only thing I can point to you is our OLED DDIC shipments weren't as high as we had hoped. Now there are some bright spots, the Huawei phone that is in my prior remarks is a WQHD OLED screen, manufactured by BOE. That's pushing the state-of-the-art OLED technology. And so it's great that they are able to get that in mass production and Huawei drives a tremendously high standard in terms of the quality of their phones and so on. So they've proven, they can build it. Now they have to not build millions, they need to build 10s of millions. And there's other OLED manufacturers right behind them. So I do think finally in calendar 2019, it will be kind of the year or the other OLED manufacturers coming online besides the Korean and we feel like we're very well positioned with those other manufacturers and we'll see a pretty substantial ramp throughout the calendar 2019.

Rajvindra Gill -- Needham & Company -- Analyst

And Wajid, on the gross margins very good improvement on a quarter-by-quarter, year-over-year basis, with respect to gross margins. How do we think about the margin profile going into fiscal year 2020, obviously a lot of it is dependent on mix, and that's going to be dependent on IoT. So fluctuations in IoT are going to affect the margin. But can you talk about that as well as other growth drivers of margins in fiscal year 2020 going forward?

Wajid Ali -- Senior Vice President and Chief Financial Officer

Sure. So let me start with 2019 a little bit and that will help to bridge to 2020. And so what's really happening with our margins and we talked about this last quarter as well, is that we expected to see continued improvement within our margin model of 35% to 39%, and we were quite confident that we would be able to kind of stay above the midpoint of that range. And the reason for that was, as you pointed out, structurally the IoT business was part of the mix. But also within mobile, as we move more of the mix away from mobile fingerprint and more into OLED, more into chip-on-film, and we continue to get supply chain efficiencies within our TDDI product line, which allows us to have a little bit firmer pricing that has allowed us to kind of keep the margins at the higher end of the range.

In addition to that, within the PC business, our fingerprint products have been doing quite well, and they've been growing sequentially and they're expected to continue to grow into the back half of our fiscal year as TDDI grows as well. So hopefully we'll be able to keep our margin profile above the midpoint of our range within the back half of the fiscal year. Moving into fiscal 2020, Rick mentioned at the last call, our companywide target is actually company goal, is to find a way to get up to 40%. A lot of it will be dependent on the growth in IoT along with supply chain efficiencies. So that goal has not gone away, but we feel that at least the margin model range that we've got right now will at least continue to hold into fiscal 2020, and we'll try to work it from there.

Rajvindra Gill -- Needham & Company -- Analyst

And last question from me, Rick, just going back to IoT real quick. So the smart home is driving demand for voice processing and last quarter you were ramping with a lot of Android set-top boxes, as well as far-field voice communication for consumer electronics like Amazon, Google. And then you also mentioned that Samsung has selected your DSP for far-field requirement. Wanted to talk about the supply chain in the smart home market is the inventory more in line, now and how we think about smart home over the next several quarters?

Rick Bergman -- President and Chief Executive Officer

In terms of -- I guess -- I'm not sure where you are getting out here, Rajvi, it's steady business. It's a little more predictable than our mobile business. So actually being positioned with inventory and supply chain and so on is, definitely within our wheelhouse.

Rajvindra Gill -- Needham & Company -- Analyst

Okay. Thank you.

Operator

All right. Thank you. (Operator Instructions) And our next question comes from Vijay Rakesh with Mizuho.

Vijay Rakesh -- Mizuho -- Analyst

Yeah, hi, guys. Good quarter and guide. I'm just wondering on the chip-on-film obviously a pretty good ramp here, but -- it looks like the iPhone and Huawei and others. As you look at next year, how do you see the chip-on-film? How do you see that growth, if you can give us what percent of revenues it should be? And if it's accretive to the margins as well? Thanks.

Rick Bergman -- President and Chief Executive Officer

Sure. In terms of the ramp, as I said in some ways we have -- as you mentioned we have a couple of the top three manufacturers making a pretty substantial volume commitment to chip-on-film. And so it's a great start, but it's just a quarter or so of volume. And so you can imagine next year, the growth rates are going to be pretty astounding as you see a broader commitment in one of the earlier questions it moves more into the mainstream part of the marketplaces as well. And so we continue to work the capacity to make sure we can support all that demands for the company. In terms of margin profile, it's roughly the same as our other mobile products, TDDI type of products.

Vijay Rakesh -- Mizuho -- Analyst

Got it. And on the IoT side, you mentioned a little bit of last year was pretty good so this year might be a little bit of a pause. But obviously, I think it probably has a pretty good pipeline in terms of design wins as you look out to next year. Wondering if you can give us some color on how you see that design pipeline and how you see that any thoughts around growth on IoT, as you look at next year? Thanks.

Rick Bergman -- President and Chief Executive Officer

Sure. As I mentioned, we've made a tremendous commitment to investments where we talked about as we shifted from micro fingerprint on mobile, we got to shift those R&D dollars over to IoT this fiscal year because of the longer-term growth prospects that we see in the business. And we continue to be excited as it goes forward. We had talked about a year-over-year range of 10%, 15% for the IoT business depending on whether we continue with acquisitions and so on. And so on the acquisition side, we continue to look for the right type of asset that will complement our product portfolio. But it's a bit of a seller's market. So we're going to be prudent and look at where we can use our capital in the best ways for our shareholders going forward. But no less excitement about IoT, it will be our growth engine for Synaptics moving forward. Anything to add, Wajid?

Vijay Rakesh -- Mizuho -- Analyst

Okay. Thanks a lot.

Operator

Okay. Thank you. We do have a question from Brett Simpson with Arete Research.

Brett Simpson -- Arete Research -- Analyst

Yeah, thanks very much. Rick, I just wanted to get your perspective on the ordering environment, right now with consumer. We've been hearing a lot about pull-ins ahead of the import duty increases in the US. And I just wondered if you saw, or if you have gotten any exposure to products that you're selling into they get assembled and manufactured in China, then exported into the US? And just wanted to get your perspective as to whether, you think this pull-ins and what that might mean for the March quarter, as we've come off that sort of seasonal stronger period for the consumer markets?

Rick Bergman -- President and Chief Executive Officer

Yes, Brett, I've read about that is, likewise our shared notes with some of my colleagues in the industry, they are seeing that kind of effect. We're not really seeing it. A lot of our business of course with smartphones, that seems to not be impacted by that particular phenomenon. We have one small product line where we've heard a little bit of that. The product line represents a couple of percent of our revenue. So no real material impact. So as we look forward to our fiscal Q3, we're expecting more of the usual seasonality that we see across our business, kind of what you saw from Synaptics last year, that 8% to 10% type of decline from our Q2 to our Q3.

Brett Simpson -- Arete Research -- Analyst

Thank you so much.

Operator

All right. Thank you. At this time, I would like to turn the call back over to management for closing remarks.

Rick Bergman -- President and Chief Executive Officer

Okay. We had a quick call today. I think that's because of our very solid quarter and a very solid look forward as well, kind of executing to the plan that we articulated at the beginning of our fiscal year. So thank you for everybody joining. And I certainly hope to see everyone at CES. We will have an exciting show. And I look forward to seeing you. Thank you very much. Bye.

Duration: 44 minutes

Call participants:

Jennifer Jarman -- Investor Relations

Rick Bergman -- President and Chief Executive Officer

Wajid Ali -- Senior Vice President and Chief Financial Officer

John Vinh -- KeyBanc Capital Markets -- Analyst

Charles Anderson -- Dougherty & Company -- Analyst

John Donnelly -- Stifel -- Analyst

Rajvindra Gill -- Needham & Company -- Analyst

Vijay Rakesh -- Mizuho -- Analyst

Brett Simpson -- Arete Research -- Analyst

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